Scrum SHRM-CP SHRM Certified Professional Online Training
Scrum SHRM-CP Online Training
The questions for SHRM-CP were last updated at Nov 26,2024.
- Exam Code: SHRM-CP
- Exam Name: SHRM Certified Professional
- Certification Provider: Scrum
- Latest update: Nov 26,2024
The Margin company has completed an environmental scan of the Malaysian business environment to determine the feasibility of its expansion plans into Malaysia. It utilized the tools of SWOT analysis, PESTLE analysis, and Porter’s 5 forces to accomplish the scan.
Which of the following is least likely to be a hindrance to the expansion plans of the Margin company?
- A . language and cultural barriers
- B . reengineering its product offerings
- C . navigating tariff, trade, and travel regulations
- D . economies of scale
Which of the following is the biggest strategic issue when competing in the markets of foreign countries?
- A . language barriers that hinder effective communication
- B . cultural nuances that differ across countries and people
- C . determining whether to standardize or customize the company’s products
- D . demographic differences among employees from different generations
Using domestic factories as a production base for exporting goods to select foreign country markets…?
- A . depicts an international strategy to pursue commerce in foreign markets.
- B . depicts a transnational strategy to pursue commerce in foreign markets.
- C . depicts a global strategy to pursue commerce in foreign markets.
- D . depicts a multidomestic strategy to pursue commerce in foreign markets.
Cane’s software company has decided to utilize a licensing strategy to participate in foreign markets. However, the Chief Operating Officer has significant concerns about the risks inherent in this business model of expansion.
Which of the following is a disadvantage of utilizing a licensing strategy to participate in foreign markets?
- A . non-committal of human capital and financial resources to the foreign markets
- B . ability to safeguard the company’s technical know-how or patents.
- C . sustainability concerns, environmental regulations, and reputational loss
- D . Volatility of environmental factors in the political, economic, demographic, and legal spheres.
Anna has been tasked with determining the appropriate international strategy for a corporation which provides a variety of upscale household products. She has decided to present her findings in a business case that explains the various international strategies.
Which of the following is inaccurate in Anna’s presentation?
- A . An advantage of a franchising strategy in foreign markets include having franchisees bear most of the costs of establishing foreign locations and requiring the franchiser to expend only the resources to train, and support foreign franchisees.
- B . A multidomestic type of strategy focuses on the competitive approach of economies of scale and efficiency in all countries where the firm does business.
- C . The multidomestic strategy is appropriate when country-to-country differences in buyer tastes, cultural traditions, and market conditions vary significantly.
- D . A "think global, act global" approach to strategy making is preferable when country-to-country differences are small enough to be accommodated within the framework of a mostly uniform global
strategy.
The Frau group of companies has decided to practice a strictly regiocentric strategy across the 5 countries it operates in which are clustered in Eastern Europe. The countries are Bulgaria, Croatia, Czech Republic, Estonia, Hungary. The Frau group’s decision to pursue this strategy and concentrate its business activities in a limited number of locations in Eastern Europe is least likely due to?
- A . steep learning curve associated with performing its business activities in other locations outside Eastern Europe.
- B . costs of performing business is lower and quality levels are higher in Eastern Europe compared to other geographic locations
- C . better coordination of business activities in cultures that are significantly similar to the headquarters of the Frau group
- D . high-ranking talent from third country nationals that boosts innovation, creativity, and human capital.
A HR manager of Terrain Inc., a personal goods retail company has to go on FMLA leave to care for her mother who suffered a fall. The HR manager asks a HR professional in the department to collaborate on her behalf with a consultancy firm to provide recommendations to management on employee engagement. The consultancy firm has conducted a focus group with 15% of support employees and 5% of line employees. The HR professional upon reviewing the firm’s work believes the firm’s method is insufficient to gather the full information needed to create an effective solution. The HR professional determines that a different data collection method is necessary.
The HR professional chooses to carry out a survey of all employees, proceeds to obtain the support of the CEO, CFO, and COO and makes a presentation to the senior executive team. The senior executive team approves the HR professional’s initiative, the survey is carried out, and 85% of the employees respond to the survey. Impressed with the survey exercise, the CEO shares the survey results with the consultancy firm and requests that the firm works closely with the HR professional in the implementation phase.
The consultancy firm’s associate who worked on the focus group received the news of the survey results with dismay and is unhappy about the firm’s work being pushed aside and the survey being done without communicating with or involving the firm. The associate requires clarification from the HR professional.
How should the HR professional respond to this?
- A . Advise the associate that the survey was approved by company executives and clarification can be provided by the senior executive team.
- B . Communicate to the associate the areas that the survey helped provide pertinent data and work with the firm to complete the project.
- C . Communicate to the associate senior management’s approval of the survey and offer to utilize data from the focus group to increase employee engagement levels.
- D . Explain to the associate that the focus group was not inclusive of a significant portion of the
employee population which had further worsened employee engagement levels.
A HR manager of Terrain Inc., a personal goods retail company has to go on FMLA leave to care for her mother who suffered a fall. The HR manager asks a HR professional in the department to collaborate on her behalf with a consultancy firm to provide recommendations to management on employee engagement. The consultancy firm has conducted a focus group with 15% of support employees and 5% of line employees. The HR professional upon reviewing the firm’s work believes the firm’s method is insufficient to gather the full information needed to create an effective solution. The HR professional determines that a different data collection method is necessary.
The HR professional chooses to carry out a survey of all employees, proceeds to obtain the support of the CEO, CFO, and COO and makes a presentation to the senior executive team. The senior executive team approves the HR professional’s initiative, the survey is carried out, and 85% of the employees respond to the survey. Impressed with the survey exercise, the CEO shares the survey results with the consultancy firm and requests that the firm works closely with the HR professional in the implementation phase.
The HR manager returns from leave and is impressed with the survey carried out by the HR professional. The HR manager states that surveys had previously been ineffective because of a low response rate. The HR professional most likely took what action before administering the survey to ensure its high response rate?
- A . Determined the metrics and analytics that would be used to interpret the results.
- B . Assured employees of anonymity and confidentiality of response.
- C . Benchmarked the outcomes against those of similar organizations.
- D . Communicated the purpose of the survey.
A HR manager of Terrain Inc., a personal goods retail company has to go on FMLA leave to care for her mother who suffered a fall. The HR manager asks a HR professional in the department to collaborate on her behalf with a consultancy firm to provide recommendations to management on employee engagement. The consultancy firm has conducted a focus group with 15% of support employees and 5% of line employees. The HR professional upon reviewing the firm’s work believes the firm’s method is insufficient to gather the full information needed to create an effective solution. The HR professional determines that a different data collection method is necessary.
The HR professional chooses to carry out a survey of all employees, proceeds to obtain the support of the CEO, CFO, and COO and makes a presentation to the senior executive team. The senior executive team approves the HR professional’s initiative, the survey is carried out, and 85% of the employees respond to the survey. Impressed with the survey exercise, the CEO shares the survey results with the consultancy firm and requests that the firm works closely with the HR professional in the implementation phase.
A year has passed after the survey was completed.
Which would be the best way for the HR team to increase employee willingness to participate in the upcoming survey on employee engagement and satisfaction?
- A . Use a pulse survey to minimize the possibility of survey fatigue and maximize employee satisfaction
- B . Use a Pareto chart to identify areas to focus on first in process improvement, based on the "80/20"
rule - C . Connect any work practice changes made and their success to input provided on the last survey.
- D . Communicate the effectiveness of surveys in determining employee satisfaction in comparison to
focus groups, productivity metrics, and retention rates.
A HR manager of Terrain Inc., a personal goods retail company has to go on FMLA leave to care for her mother who suffered a fall. The HR manager asks a HR professional in the department to collaborate on her behalf with a consultancy firm to provide recommendations to management on employee engagement. The consultancy firm has conducted a focus group with 15% of support employees and 5% of line employees. The HR professional upon reviewing the firm’s work believes the firm’s method is insufficient to gather the full information needed to create an effective solution. The HR professional determines that a different data collection method is necessary.
The HR professional chooses to carry out a survey of all employees, proceeds to obtain the support of the CEO, CFO, and COO and makes a presentation to the senior executive team. The senior executive team approves the HR professional’s initiative, the survey is carried out, and 85% of the employees respond to the survey. Impressed with the survey exercise, the CEO shares the survey results with the consultancy firm and requests that the firm works closely with the HR professional in the implementation phase.
The HR professional is creating and compiling the questions for the upcoming employee engagement survey for next year.
How best can she determine the most effective survey questions?
- A . By defining employee attitudes toward retention, pay, and supervision
- B . By soliciting opinions and ideas to improve employee vigor and work processes
- C . By ensuring the questions are in compliance with legal and regulatory requirements
- D . By linking the survey questions to business objectives
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